2007 attracting retaining talent implementation report

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  • 8/2/2019 2007 Attracting Retaining Talent Implementation Report


    I I I IJCCIitizens building .; a bette r commun ity~ . , - -. . .",ATTRACTING AND RETAINING TALENT:PEOPLE AND JOBS FOR THE 21ST CENTURY

    Submitted to the JeeI Board ofDirectorsDecember, 2007

  • 8/2/2019 2007 Attracting Retaining Talent Implementation Report




    SUMMARY:The Attracting and Retaining Talent study, chaired by Adrienne Conrad, was released tothe community in the summer of2006. The study's focus was improving Jacksonville'sability to attract and retain talented workers and high-wage jobs so as to maximize thecity's opportunity to thrive in the 21st century global knowledge-based economy. Thestudy found that what Jacksonville lacks is sufficient high-skill, high-wage jobs to attractand retain a highly skilled, highly educated workforce. Without the ability to compete forthe best jobs and the best people, Jacksonville's economic fortunes are certain to dwindlein the years ahead.The city's technology and research base, a critical foundation for the knowledge-basedeconomy, ranks among the lowest metropolitan areas in the country. In addition,Jacksonville's persistent inferiority complex and pessimistic views of public educationand cultural vibrancy make it more difficult to keep talented people and attract others in.Identifying ways of overcoming these obstacles became the priorities of this study.The Attracting and Retaining Talent Advocacy Task Force, also chaired by AdrienneConrad, held an orientation meeting in Ju1y, 2006, but began its work in earnest threemonths later. At that time, the 20-member Task Force divided into three subcommitteeswith each one assigned the responsibility of developing and executing a strategy for theimplementation of one of the three recommendations produced by the study committee.Over the course of the ensuing year, the entire Task Force met six times, and thesubcommittees met separately on numerous occasions, including many individualmeetings with a wide range of stakeholders throughout the Northeast Florida area.This final implementation report presents a positive picture of success, with all threerecommendations being implemented. While the Advocacy Task Force does not claimdirect responsibility for everything that occurred to address the recommendations, it isclear that the group's diligence and persistence resulted in a heightened community-widefocus on these issues which helped to influence favorable outcomes."While the active work of the Task Force is now completed, we will continue to monitorthe efforts of the stakeholders identified in each recap below, as the ultimate success ofour efforts is dependent upon appropriate follow-through on each recommendation.

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    2The Task Force recognizes too that these are small steps in a long, complicated processthat civic and government leaders, and the general public, must fully embrace in order tochart a path for Jacksonville to prosper in the 21st_century global economy. The entirecommunity must share in the objective of making Jacksonville a preferred city in whichto live, work, and play inorder to attract and retain the educated workforce necessary tocompete in a new world.


    RECOMJ.\{ENDATION 1: Create a center of research in Jacksonville. Successfulcommunities in the 2r t-centwy knowledge-based economy share a critical component:university leadership in research The Jacksonville Economic Development Commissionshould organize a Research and Development Consortium charged to create aplan todevelop a vibrant and relevant research infrastructure. The Research and DevelopmentConsortium should explore how (and where) to create a significant center of research inJacksonville, involving existing and potential medical research facilities, science andengineering research programs based at local public and private universities, and areacompanies with research-oriented organizations, including Jacksonville's significantmedical research infrastructure.

    Results - The subcommittee formed 10 work on this recommendation recognizedearly in its deliberations that the major challenge facing Jacksonville in terms ofan expanded research presence is the absence of a major research university. Infact, Jacksonville is one of only a handful of the top 50 markets by population inthe U.S. that is not home to a research university. Research universities serve asrepositories of talented people such as scientists and engineers who attract like-minded individuals. It is the availability of such a talent base that encouragesresearch-oriented companies 10 locate in a community.The subcommittee, chaired by Carlton Shelton, determined that inthe absence ofa research university. the focus of its attention should be to encourage the furtherdevelopment of a business sector which already has a strong research foothold inJacksonville. Essentially, the group's strategy was to build on what Jacksonvillealready is doing well rather than starting from scratch on something else.Itwas apparent that several significant building blocks existed here in thebiomedical/life sciences sector. The Mayo Clinic, UP-Shands Hospital. St.Vincent's Medical Center, Nemours Clinic, and others already conduct important

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    research in Jacksonville, much of which is not known to the average citizen.Mayo-Jacksonville, for example, is home to some of the world's leading researchbeing done in the field of neuroscience, with particular emphasis on Alzheimer'sdisease.Once the subcommittee turned its attention to the biomedical/life sciences arena,it began a lengthy series of meetings with individual stakeholders, includingleaders in the local medical industry, educators, venture capitalists, and civicleaders. It quickly became apparent that a groundswell of momentum existedbeneath the surface for Jacksonville to be positioned as a maj or "medical hub,"not just regionally, but nationally and even internationally.In the course of its stakeholder meetings, the subcommittee recognized that mostof the leading medical facilities in the area support the "medical hub" concept,and in fact, several think Jacksonville has already achieved that status. Themissing pieces of the puzzle were: (a) a recognized council or consortium to steerthe development of the biomedical community; and (b) one or more communitychampions to unify the entire medical community around the idea so that it caneffectively be promoted within Northeast Florida and to the outside world.Two individuals, Dr. Yank Coble and Art Wotiz, emerged as the leadingadvocates for the advancement of Jacksonville's future in the medical and lifesciences sector. Dr. Coble, director ofUNF's Center for Global Health andMedical Diplomacy, and the former head of the American Medical Associationand World Medical Association, is highly-respected internationally and can callupon an almost limitless contact base of the world's leading medicalprofessionals. Mr.Wotiz, CEO of Nova bone, Inc., a local company that makesbone replacement products, serves as the Life Sciences committee chair of theMayor's Jacksonville International Business Coalition (nBC). Over the past yearor more, both gentlemen have been very active behind the scenes in trying tocultivate a climate for the advancement of the life sciences in Jacksonville.Still, as recently as late summer, it was unclear how or whether their efforts andthose of many others could be galvanized into a meaningful movement with thetraction to sustain itself. No clear direction or strategy had emerged for jump-starting the effort. .That all changed with the three-day Caring Community Conference at AmeliaIsland, conceived and hosted by Dr. Coble. This effort brought together many ofJacksonville's most powerful and influential community leaders, including thosein the medical industry, to focus on the city's future direction and opportunities inthe biomedicalllife sciences arena. Some likened the conference to the famous1974 summit, also held at Amelia Island that set a course for the futuredevelopment of the community in several areas.

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    The Caring Community Conference produced a series of recommendations(Attachment 1) that align perfectly with the direction being pursued by theresearch subcommittee, including: the creation of a branded economic corridorbetween Jacksonville and Gainesville; establishment of a regional medical schoolin Jacksonville; development of a bioscience campus to support businessincubation; and others.The Conference's most important recommendation, the creation of a Health andBioscience Council, was adopted unanimously and highlighted as the entitycharged with implementing the other 12 recommendations. To be formed overthe next several months, the Council represents precisely the "researchconsortium" the Task Force subcommittee had been working for over a year toachieve.Dr. Coble, who conferred with JCCI while developing some aspects of the CaringCommunity Conference, may continue to seek our support and advice in creatingthe Health and Bioscience Council in the coming months. Itis clear that the keycivic leaders emphatically support this Council and will look to it to provide theleadership for implementation of the Conference's recommendations.Final Status - Recommendation 1: Implemented v"

    RECOMMENDATION 2; Strengthen branding and marketing efforts tofocus onJacksonville's strengths, both externally and internally. In order to strengthen externalmarketing to visitors and prospective residents, the Mayor of Jacksonville shouldincorporate Jacksonville's strengths, including those outlined in this report, in thecurrent "Where Florida Begins JJ marketing campaign. Together with Jacksonville'smultiple chambers of commerce, they should convey a consistent, relevant, and pervasivemessage that Jacksonville is a great city for business, natural amenities, outdooractivities, arts and culture, and more. To strengthen civic pride and encourage identityformation, the Public Information Division of the City of Jacksonville should inventorythe many already-known achievements and favorable rankings attributed to Jacksonvilleand increase residents' awareness of these success stories.

    Results - The subcommittee assigned to this recommendation was chaired byGeorge Palmer. The group began its efforts by holding a series of independentmeetings over a six-month time period with numerous stakeholders who playarole in conveying the community's message to the public. The meetings wereheld to discuss such issues as vision, budget, goals, timing, survey information,and to elicit a sense of how each stakeholder viewed Jacksonville's image.Among the groups with which these meetings were held were Cornerstone,Chamber of Commerce, JEDC. Convention &Visitors Bureau, Gator BowlAssociation, Downtown Vision, Jacksonville Business Journal, and many others. '

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    In addition, the subcommittee conducted "man on the street" interviews indowntown's Hemming Plaza during the June Art Walk (survey form provided asAttachment 2). These interviews involved primarily young upwardly mobileindividuals and focused on their views of Jacksonville's strengths andweaknesses. Frequently mentioned strengths were: the river, beaches, friendlypeople, casual lifestyle, parks, nature, golf, and outdoor life. Weaknessesfrequently mentioned were: no recognizable structure or icon to instantly identifythe city, lingering perception of odor problem, image as a redneck city,educational system, murder rate, and minimal night life. The recurring theme,however, was that most individuals surveyed indicated they enjoyed living inJacksonville and would recommend it to others considering moving here.The subcommittee learned early in their deliberations that funding for effectivebranding and marketing efforts was sorely lacking in Jacksonville and wasfragmented among various entities. Combining these funds resulted innot morethan $500,000 in splintered annual expenditures on outside marketing efforts,compared to millions spent inunified campaigns in communities of similar size.In short, it became apparent that the city had no consistent branding message,what little branding funding existed was not pooled together, and the absence ofan identifying structure or icon generally left people vague as to just what the cityrepresented.In seeking a way to focus its efforts on a branding message that could beeffective, the subcommittee recognized inmid-summer that considerablemomentum was building inthe medical sector to promote Jacksonville as a"biomedical hub." Since this aligned directly with the activities of the researchsubcommittee which had been advancing the biomedical/life sciences angle formonths, it was logical for the two subcommittees to combine their efforts tosupport the concept to the fullest extent possible.In a meeting on August 29 with the Convention &Visitors Bureau, thesubcommittee learned that CVE Executive Director John Reyes was part of an ad-hoc group of civic leaders that had already met to develop a medical tourismbranding program. This group recognized the importance to the community to berecognized as a "medical hub" and was actively engaged in helping make ithappen. Mr. Reyes noted that the CVB (recently renamed Visit Jacksonville) hadcommitted initial seed money of$100,000 from bed-tax fundsto initiate thecampaign, and it was anticipated that this would be leveraged within the localmedical community to grow available funds to a level that can sustain thebranding campaign over time (Attachment 3).

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    With this significant development, the marketing and branding subcommitteesuccessfully achieved its goal of influencing community leaders to establish abranding effort that can have lasting results within the community and to theoutside world.Final Status - Recommendation 2: Implemented

    RECO lMJ .\1ENDAT ION 3 : Work with neighborhoods and residents to establishdistricts for activity clusters in town, such as arts, entertainment, or market districts.Jacksonville's Town Center Project should be expanded to encourage the development ofactivity-centered districts, working with local residents, Planning and Development,Neighborhoods Department, the Convention and Visitors Bureau, local businesses, andother interested parties. As these districts are established, the JacksonvilleTransportation Authority should provide transit services to these areas at times that areappropriate for public use.

    Results -1lIe first order of business for the subcommittee (chaired by JohnOtterson) responsible for this recommendation was to prepare an inventory of theexisting "activity clusters" in Jacksonville. This was undertaken to analyze whereJacksonville may be deficient, and inwhich activity groupings. Inmapping theexisting clusters, it was discovered that a total of20 already exist, and that theyadequately cover most activity types, including restaurants, theater, art museums,night clubs, movie theaters, music venues, etc. The list of existing clusters andmap is provided as Attachment 4.Since the number of existing clusters far exceeded what anyone on the Task Forceanticipated, it was assumed that the general public was equally unaware of justhow much there actually is to do throughout the Jacksonville community.With this inmind, the subcommittee altered its objectives, recognizing that therear issue was less one of advocating for new activity clusters than it was toincrease awareness for what already exists. Inaddition, improving theconnectivity of the existing clusters was considered key.To that end, the subcommittee determined that a new well-promoted, one-stopinteractive website including everything there is to do in Jacksonville should becreated. The concept was to include a complete listing of activities, dates, venues,and instructions on how to get there in one easy-to-access source, including aninter-active opportunity for the public to share their local cultural experiences,restaurant reviews, and other information.

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    7The Cultural Council of Greater Jacksonville, citing impetus from JCCPsAttracting and Retaining Talent study, has recently created such a website.Experience.Iax.com (see Attachment 5) provides an in-depth calendar of activitiesavailable throughout the community, which can be sorted by categories such astype, location, children's events, and popularity of activities. The website wasmade available inSeptember as part of a "soft rollout," and the official kickoffwas held on November 27.Subcommittee members met with Cultural Council staffers Amy Crane and SusanDemato on September 28 to share ideas on making ExperienceJax. com ascomplete and meaningful as possible. Ms. Demato serves as the day-to-daymanager of the site, and she participated on the Attracting and Retaining Talentstudy committee. A working dialogue was established at the meeting, and theCultural Council welcomed the input and suggestions offered by thesubcommittee. To address the issue of connecting existing activity clusters, thesubcommittee recommended the future addition of a link to the JTA website toprovide an easy-to-access explanation of how to get from one cluster to the next.While there are a few minor philosophical differences about site content, the website aligns very closely to the original concept advanced by the subcommittee.Clearly, the Cultural Council is receptive to our comments, and they view thesuccess of Experience.Iax.com as a major priority. To that end, the subcommitteeoffered to assist with public awareness initiatives following the official kickoffevent.Experiencelax. com becoming a reality under the supervision of a reputableorganization such as the Cultural Council of Greater Jacksonville represents asuccessful conclusion to the advocacy efforts of this subcommittee.Final Status - Recommendation 3: Implemented

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    JCCIitizens bU ilding .: a b et te r c ommuni ty~., . .- - - . . . .The following individuals participated in some or all of the advocacyefforts of the Attracting and Retaining Talent Task Force. Their interestand dedication are sincerely appreciated:

    Adrienne Conrad, ChairThomas Bryant IIIPaula 'ChaonDaphne ColbertMeg FoldsMary GebhartNancy GeorgianHelen JacksonJoanne KazmierskiSandra LaneCandace Moody

    Steve NixJohn OttersonGeorge PalmerScott SanbornKathy SanduskyKaren ShelleyCarlton SheltonElise SloanGlenda Washington

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  • 8/2/2019 2007 Attracting Retaining Talent Implementation Report



    UNF UNIVERSITYo!NORTH FLORIDACaring Community Conference

    September 26-28, 2007Ritz Carlton, Amelia IslandFinal Reconimendations - 9/28/07

    1. Improve Access to Care (un and under insured, etc.)2. Increase Funding for Healthcare, Bioscience, and Education (new and old; public

    and private)3. Advance Health Information Technology (lilT) for the Region (including

    electronic medical records and interoperability)4. Increase Medical Residencies5. Reduce Health Disparities and Inequities6. Promote Wellness/Health7. Foster Collaboration Among Institutions relating to Patient Care, Research,

    Education, Public Health, Quality, Safety, Efficiency, and Reduction of Barriers8. Establish a Regional Bioscience Institute inJacksonville9. Establish a Regional Medical School inJacksonville10. Establish a Northeast Florida Bioscience Campus to support Business Incubation11. Develop a Public Education Pipeline for Bioscience (middle school through

    university)12. Create a Branded Economic Corridor between Jacksonville and Gainesville

    . J J 4 (conference Participants agreed unanimously as an essential next step:/(\ \Sreate a Healthcare and Bioscience Council

    10/8/07BUILDfI~G39. ROOM 3042 1 UI"F DPJVi IACI;SONVI~~~, f~O(lJOA 32224Tel, 904 .ezc. Iz I! fa:: ~[)4.61a.1943Equal0Pi'cr1Lnlly/F:;:;iil A~,es5JAffirm;;(jve A.:tlon Ir.SI!ILl1iDn

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    JCCI: Attracting and Retaining Talent for the 21 st CenturyCommunity Partner Interview Form Date:Interview COil tact: _ JCCI Volunteer:--------Company: _ Phone Number: --------

    1. Do you market Jacksonville? Ifyes ...

    . 2. Who are your customers or constituents?

    3. What is your main message regarding Jacksonville?

    4. What is your budget for marketing Jacksonville?

    5. How do you put out your message? Where do you spend the most resources?

    6. Have you benchmarked your marketing efforts and budget against other cities? Whichones? How does yours compare?

    7. What reactions have you had to your message and marketing efforts?

    8. What are your customers / constituents "saying" about Jacksonville? What surprises them? What impresses them the most?

    9. What assets do people value?

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    10. What negative messages exist? .

    11. What contributes most to those negative messages?

    12. What do people "ask" about most frequently? Amenities? Shopping? Cost of Living? Night Life? Education?

    13. What are the most important or highest priority issues from that list of asks?

    14. What is Jacksonville's signature event? Why?

    15. When is Jacksonville at its "most authentic"?

    16. (If you are not a native) How was Jacksonville described to you by friends. customers,etc.?

    17. Do you get together with others that have a responsibility to market Jacksonville? Withwhom do you meet? Inwhat forum?

    18. What do you think would be a productive result from our implementation efforts onbranding Jacksonville?

    19. Are you willing to be, a part of our efforts to bring together those that brand Jacksonville?

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    20. Is there anyone else we should be speaking to?

    Future of Jacksonville:What is going to be Jacksonville's "tipping point" to impact its economic future?

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    storiesNew campaign for Visit lacksonville:

    11/16/2007 by Max MarbutStaff Writer

    Article reprintsavailable.


    Jacksonvllle Is known for a varIety of things when it comes to attract ingtourists and convent ions. There Is football, there is golf, there Is f ishing,there is culture and there Is a great climate.Visit Jacksonville's new development lnlt latlve takes all those things andcombines them with something else Jacksonville has, but Isn't exactlyknown for - yet,The plan to change that will be put In motion Jan. 1 when the"Jack,s.QlJvIJ.I.g:m~':;i Health Center,r marketing campaign Is.launched, said John Reyes, president & CEOof Visit Jacksonvllle."This is a great opportunity for economic growth by brandingJacksonville as a center for patient care and businesses that providemedical care products. We also have a tremendous potential formeetIngs and conventIons for the health care field," he sald,The Dalton Agency has created the campaign and wllf place printadvertisements in medical trade publications that will associateJacksonville's existing attractIons like the beaches and recreationalactivities with the medical care facilities and businesses in the regIon."Whlle other clt les are known for a single medical facJlity, Jacksonvillehas a number of products," said Dalton Agency owner and President JimDalton.Dalton also unveiled the campaIgn's logo that will be featured on theprlnt advertIsements and at www.visltjacksonviJle.com.Reyes pointed out In the past f ive years, medical assocIations andcorporatIons who have met in the Southeast and have headquarterslocated In the Southeast have booked 99,655 room nIghts and haveaccounted for $30.3 mlilion in direct spendIng with a total economicimpact of more than $50 million. Meetings held In Jacksonvllie In thesame period have accounted for 10,261 room nights, dIrect spending of$3.1 million and total Impact of $5.2 mllllon."The first phase of the campaign will be placed to target groups to brIngmeetIngs and conventions to Jacksonville because that's easier tomeasure than people who come to our medical facilit Ies to receivetreatment," said Dalton.The 2008 budget for the campaign Including creative services, collateralmaterIals and media buys is $125,000 or about 10 percent of VisitJacksonville's total advertlslnq budget for the year."We know It's smart to focus on things that have been successful InJacksonvltle," said Mayor John Peyton. "Health sciences is one of thosefields. One thing we know Is people want to live longer and feel betterand Jacksonville has an amazIng concentration of health care facll lt ies.It's time to seize an opportunity we've had In our lap."__-->~Jacksonville: America's Health Center St. Vincent's Medical center has been recognized by U.S. News&World Report as one of the Top 50 cardiac care programs (2003, 2005,2006). Home to one of only three Mayo Clinics In the country. UF/Shands Jacksonville has one of only f ive proton beam therapy

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    centers in the United States Child magazine ranked Wolfson Children's Hospital as one of the topthree facilities In Florida (2006). Naval Hospital jacksonville is the fourth-largest naval hospital In thecountry. Baptist health and Flagler Hospital were ranked as two of the 50 besthospitals for digestive disorders (U.S. News & World Report, this year). Memorial Hospital's CyberKnife Robotic radiosurgery system is the firstof Its type in the world.

    St. Vincent's HealthcarePresident & CEOScott Whalen;Bob Smallridge, deputy directorof the Mayo Clinic's CancerCenter; and Dr. Yank Coble,director of the University ofNorth Florida's Center for GlobalHealth and Medical Diplomacy.

    Shands JacksonvIlle PresidentJim Burkhart; Visit JacksonvillePresident & CEOJohn Reyes; JimDalton, owner and president ofthe Dalton Agency; and MayorJohn Peyton unvefled the city'snew medical tourism tntttetive.

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    The Daily Record is honored to be:The Official Court Newspaper of Duval Countyby the Order of the Circuit Court, July 7, 1961.

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    Invent01Y of Existing Activity Clusters in Jacksonville:1. San Marco: upscale shops, restaurants2. Five Points: eclectic, restaurants, bars, night clubs, restaurants3. Downtown: museums, Rive rwa lks , Landing, restaurants, theater4. Atlantic Beach restaurants, shops, quaint setting, oceanfront5. Jacksonville Beach restaurants, oceanfront activities, band shell, clubs

    6. Tinseltown movies, restaurants, bars7. Sports Complex Municipal Stadium, Baseball Grounds, Veterans

    Arena, Metropolitan Park - sports, festivals8. Historic Springfield historic homes, Ritz Theater9. St. Johns Town Center shopping, restaurants10. Riverside/Avondale historic homes, riverfront activities, restaurants,

    Cummer museum11. Mayport fishing, seafood restaurants12. Fernandina Beach! Amelia quaint shopping, restaurants, fishing, B&B' s13. Ponte Vedra Beach world-class golf14. World Golf Village golf, museum, shops, restaurants15. St. Augustine historic district, restaurants, B&B's16. Orange Park Restaurant Row restaurants on Wells Road17. Murray Hill restaurants, shopping18. Airport area shopping, restaurants19. Cecil Field area future site of shopping, restaurants20. Mandarin/San Jose Blvd. restaurants, shopping, boating

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    NEIGHBORHOOD ACTlVITY CLUSTERS MAP(Numbers conform with those on previous page)

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    Media Contact:Anna BurnsDalton [email protected]

    Amy CraneDeputy Director

    Cultural Council ofGreater Jacksonville

    [email protected]

    EXPERIENCING JACKSONVILLE MADE EASY-Cultural Council Launches www.ExperienceJax.comas a Gift to the City-WHO: Cultural Council of Greater Jacksonville and their sponsorsWHAT: The launch OfVAvw.ExperienceJax.c0111brings residents and visitors a

    new way to experience all that Jacksonville has to offer.www.ExperienceJax.comis an online arts and entertainment calendarwhich brings timely and detailed event listings to people and provides aneasy way for organizations to post event information for greatercommunity participation.Information can be searched by date.Iocation, free or ticketed, children'sevents, most popular, and key word. The site provides event descriptions,mapping, and the ability to link to the event site for details and tickets.The Web site has been created as a gift from the Cultural Council to thecitizens of Jacksonville.Please join us for the launch of this exciting new addition to the city:

    WHEN: Tuesday, November 13,20072:00p.m.

    WHERE: Times-Union Center for the Performing Arts300 W. Water 8t.Lobby

    mailto:[email protected]:[email protected]://www.experiencejax.com/http://www.experiencejax.comis/http://www.experiencejax.comis/http://www.experiencejax.com/mailto:[email protected]:[email protected]
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    expenencet, .com

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    Media Contact:Anna BumsDalton [email protected]

    Amy Crane, DeputyDirector

    Cultural Council ofGreater Jacksonville904.358.3600

    amy@,culturalcounci1.orgWHAT IS THERE TO DO IN JACKSONVILLE?-Find Event Information on One Convenient Site-

    The launch ofwww.ExperienceJax.com brings area residents and visitors a new way toview all that Jacksonville has to offer. Developed by The Cultural Council of GreaterJacksonville, inpartnership with Web developers nOen Works, the site is a compilationof area arts and entertainment happenings.

    "Experience.lax.com makes it easy to find out about the many things there are to do inJacksonville," said Marty Lanahan, immediate past chair of the Cultural Council andpresident of Regions Bank, North Florida. "From sports and music, to festivals andmuseums, Jacksonville has it all. We're proud to present this information in a way thatencourages people to 'kiss boredom goodbye!'"www.ExperienceJax.comis an online arts and entertainment calendar which bringstimely and detailed event listings to people and provides an easy way for organizations topost event information for greater community participation."We have invested more than a year in the development of this project because cityleaders and key community agencies have told us that engaging our citizens inthe artsstrengthens our quality of life and attracts corporations and skilled workers," said RobertArleigh White, executive director of the Cultural CounciL "By presenting this gift to thecity, the Cultural Council is helping to build a more vibrant Jacksonville."How itWorks:The information on ExperienceJax.com is provided by organizations and individualsposting events using the "Add Event" feature, with content approved by Cultural Counciladministrator.The site features many user-friendly search options. Information can be sorted andsearched in several categories including by date, area of town, free or ticketed, children'sevents, most popular, and key word. The site provides event descriptions, mapping, andthe ability to link to the event site for details and tickets.The categories to post and search for events include comedy, concerts, dance, festivals,history and humanities, holiday, literary, live music, exhibits, science and environment,spoken word, sports, theater and others.

    mailto:[email protected]:amy@,culturalcounci1.orghttp://ofwww.experiencejax.com/http://www.experiencejax.comis/http://www.experiencejax.comis/http://ofwww.experiencejax.com/mailto:amy@,culturalcounci1.orgmailto:[email protected]
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    The site is administered by the Cultural Council with sponsorship support provided byVisit Jacksonville, nGen Works, City of Jacksonville Office of Special Events,Jacksonville Economic Development Commission and Dalton Agency.For more information, contact The Cultural Council of Greater Jacksonville at 358-3600,or visit www.ExperienceJax.com.About the Cultural Council of Greater JacksonvilleThe Cultural Council of Greater Jacksonville promotes awareness of cultural events and issues;provides arts education programs; and offers funding and assistance to organizations and artists,Since it s inception in 1976, it has grown to become the 15th largest local arts agency in thenation, according to the United States Urban Arts Federation. For more information about theCouncil, visit www.cuituralcounciLorg. ..

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    Web site answers question: What are we doing tonight?11/30/2007from Staff Article reprintsavailable .

    Find out more.According to the Cultural Councll of GreaterJacksonvi lle, residents and vlsltors can no longer saythere Is nothing to do In Jacksonville after the launch ofwww.experlenceJax.com .Officials from the CulturalCouncll and site sponsors gathered at theTImes-Union Center Tuesday to celebrate the launch of the Council'snew arts and entertaInment Web sIte that Is slated to be more than youraverage arts and entertainment Web sIte."We have invested more than a year In the development of thIs projectbecause city leaders and key communIty agencies have told us thatengaging our cItIzens in the arts strengthens our quality of I1fe andattracts corporations and skilled workers," saId Cultural CouncilExecutive Director Bob White."By presenting this gIft to the city," he added," the Cultural Council IshelpIng to build a more vibrant Jacksonville."The site, developed by the Cultural Council In partnership with VisitJacksonville (formerly the Jacksonvil le & the Beaches Convention andVisitors Bureau) and Web developers nGen Works, Is an expansivecompilation of event lIstIngs and also provides an easy way fororganizations to post event Information.ExperienceJax.com also provides many search options allowinginformation to be sorted and searched In categorIes includIng date, areaof town, free or ticketed, children's events, most popular and key word.The site provIdes event descriptions, mappIng and the abilIty to link tomore details and tickets.Some event posting categories Include comedy, concerts, dance,festivals, history and hurnanltles, holiday, literary, live rnuslc, exhibits,science and envIronment, spoken word, sports, theater and others."No longer can a resident say there Is nothing to do in Jacksonvllle,"said Visit Jacksonville President and CEO John Reyes. "This InformatIvetool Is complementary to the mission of our organIzation In showcasIngthe rich product this region has to offer."The site Is administered by the Cultural Council with sponsorshipsupport from VIsIt Jacksonville, nGen Works, the City's Office of SpecialEvents, the Jacksonville Economic Development CommissIon and theDalton Agency.For more informatIon, contact Cultural Council at 358-3600 or visitwww.experiencejax.com.

    Marty Lanahan, immediate pastchair of the Cultural Council andNorth FlorIda Area Executive ofRegions Bank, and Bob White,director of the Cultural Council.

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    These posters show one of thedesigns used to help promote thenew Website. The CulturalCouncil also stenciled brightyellow-green"ExperienceJax. com IImarkingson downtown sidewalks in weeksleading up to the launch.

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